Rexel's business model is moving toward a product and services offering that better meets customer needs and expectations. The approach is differentiated according to the market and the types of products and services.
The Rexel Group focuses on three end markets:
> the residential market (representing 25% of sales in 2018), which essentially covers the use of electrical supplies in homes, residences, and public housing and buildings within the framework of their construction, extension, renovation, or upgrading.
> the commercial market (45%), which covers the use of electrical supplies in stores, health care facilities, schools, offices, hotels, and public facilities, as well as in energy production installations, public networks and transportation infrastructures, as part of their construction, extension, upkeep, renovation, or upgrading.
> the industrial market (30%), which covers the use of electrical supplies at factories and other industrial sites, either as part of their construction or their extension, or in their upkeep, renovation, or upgrading.
In each of these markets, the Rexel Group offers different products and services according to its customers' needs:
> A “proximity” value proposition (representing around 65% of the Group's sales), based on greater presence through a denser network of branches and counters, a systematic omnichannel approach, and continuous improvement in the level of service.
> A “projects” value proposition (representing around 20% of the Group's sales), based on a specific product and services offering supported by a catalogue of services aimed at industrial or commercial projects.
> A “specialty” value proposition (representing around 15% of the Group's sales), via an ability to provide guidance and meet very specific customer needs regarding very specific types of products and solutions.
